DOCSLIB.ORG

A Step-By-Step Template to Build Your Ideal Recognition Program

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
A Step-By-Step Template to Build Your Ideal Recognition Program A Step-by-Step Template to Build Your Ideal Recognition Program Alexandra Powell Director of U.S. Client Services According to a survey done by Gallup in 2015, a top factor which raises overall employee engagement is regular praise and recognition from their managers. And that extends beyond the manager-employee relationship, too. The same survey called out that 82% of those surveyed went on to say that praise and recognition helped them improve their job performance. Why does recognition lead to higher productivity and improved job performance? To answer this question, we can look at decades of research. For decades social scientists have worked to determine what makes the difference between an employee that is motivated to go above and beyond and an employee that takes the path of least resistance. These studies narrowed in on three simple things employees crave: feeling respected, understanding their purpose, and building relationships. Workplaces that create environments that give employees what they crave unlock the secret to higher productivity and performance. Recognition is a perfect fit for all three keys to motivation. Not convinced by the science? Let me ask you a question: How do you feel after someone has recognized you? Do you feel more satisfied, motivated and engaged? Does it encourage you to maintain the same level of effort or go above and beyond in your work? Recognition leads to the latter, with employees putting in that extra effort. It’s simple, really: What’s the use of doing work if no one notices? I was reminded of this recently by my school teacher friend Sue, telling me the difference she sees between children who are recognized for their efforts and those who are not. She said you can see the difference in how they perform, behave, and even in how they stand. No matter your age, your occupation or where you live, that feeling you get when you’re appreciated is something everyone understands. Over the last decade or so I’ve been putting in place employee recognition programs, and it’s become more and more obvious that recognition has become a critical and essential tool that companies should be using to engage with their employees. So what is it and why is it so important for employees and for companies? It’s important because appreciation Recognition is the acknowledgement and recognition are a fundamental and appreciation of an employee’s human need. By being recognized behavior, effort or action which for good work, employees feel supports and contributes to the valued, which leads to satisfaction, company, and is given for going above leading to engagement, which and beyond normal expectations. leads to productivity. Recognition Satisfaction Engagement Productivity But unfortunately, many companies don’t understand the importance of recognition, put it on the backburner, or put in place recognition programs which don’t fully engage staff. If a company is serious about engagement they need to focus time and attention to put in place a fully strategic and effective program. www.rewardgateway.com Building your employee recognition strategy… When considering putting in place a recognition program the first place to start is by answering these key questions — “why are you putting it in place”, and “what do you hope it to achieve”? They seem like obvious questions to answer, but they are ones I’ve seen many organizations miss as they build their own employee recognition strategy. According to a WorldatWork report, these are the top 5 reasons why companies put them in place recognition programs: 1 2 3 4 5 Recognize Create a Create a Motivate high Reinforce years of positive work culture of performance certain service environment recognition behaviors Another key part of answering the question “what do you hope it to achieve,” is making key program design decisions. Some of these include: • Who can and should send the various levels of recognition in your organization (For instance, is it managers only, by peer-to-peer or both?). • How will you customize your recognition program to ensure it demonstrates respect, builds relationships within and between teams, and highlights the purpose or value employees provide? • What recognition award(s) will be the most effective in driving engagement? How might cash, gifts, or experiences add to the power of the recognition? These decisions will vary by company and by provider as all recognition program are built differently, and company needs vary by size, industry, workforce, etc., so it’s important to take the time and think these questions through before moving on to the next step. www.rewardgateway.com Building your employee recognition pyramid… Once you’ve answered these core questions of “why?” and “what are you trying to achieve?” it’s time to move onto the next question, which is “how”? How are you actually going to put this recognition program in place? A great tool for doing this is an approach I’ve used at various organizations: The employee recognition pyramid. Recognition pyramids are a helpful visual and strategic tool, as they help you map out the different layers of your recognition approach, and hopefully like the original Egyptian pyramids, will stand the test of time. The width of the layers reflects the amount of people that recognition touches. with the goal of creating programs that reach everyone in your business in some way. Here’s how we approach the recognition pyramid at Reward Gateway: The Recognition Pyramid Time-based nominations: These awards allow the organization to highlight especially high-impact recognition with additional attention or rewards. (e.g., Game Changers employee of the year, value-based awards, etc.) Instant awards, monetary: Where your peers, or just managers, can give instant retail vouchers/cards to members of their team for going above and beyond when it Above and Beyond comes to certain behaviors or actions. Successfully communicated via story telling Peer-to-peer eCards: With everyone being able to send and receive for a variety of behaviors and actions at any point in time. Hight Fives www.rewardgateway.com Your pyramids will be different depending on budget, company size, and a variety of other factors. Here are a few examples of how you could design a recognition pyramid: An annual awards dinner, with recipients being brought together to receive recognition and/or Annual awards for their achievements, such as cash, a retail awards dinner voucher or an experiential award. The award should be of higher value than the quarterly award to signify that it is of greater value to your organization. Quarterly awards Quarterly awards where you give and award to those that are selected for going above and beyond when it comes to certain behaviors or actions. Peer-to-peer eCards Recipients could receive a cash award, a retail voucher or an experiential award. Peer-to-peer eCards, with everyone being able to send and receive for a variety of behaviors and actions at any point in time. Here’s another pyramid example, which is a more straightforward approach, possibly for a company that has one location: Instant awards where your managers can give instant vouchers/cards to members of their team Instant awards for going above and beyond when it comes to certain behaviors or actions. Recognition Post-its, where employees can write a Post-it and put it up on a recognition wall in the Recognition Post-its office for everyone to see for a variety of behaviors and actions at any point in time. www.rewardgateway.com Here’s a final example of a four-section pyramid for a company that has a more comprehensive approach, using a combination of the previously mentioned techniques: Employee of the year awards with a selection panel reviewing quarterly awards to select the top 10-12 employees of the year, potentially receiving a cash award, a retail voucher or an experiential award, but of higher value than the quarterly award to signify that it is of greater value to your organization. Quarterly awards with everyone being able to nominate anyone to be selected for going above and beyond when it comes to certain behaviors or actions. Recipients would receive a cash award, a retail voucher or an experiential award. Instant awards where your managers can give instant retail vouchers/cards to members of their team for going above and beyond when it comes to certain behaviors or actions. Peer-to-peer eCards, with everyone being able to send and receive for a variety of behaviors and actions at any point in time. Employee of the year Quarterly awards Instant awards Peer-to-peer eCards The most important thing to keep in mind is that you need to develop a recognition pyramid that is right for your organization. If you’re thinking about building your own recognition pyramid, the employee engagement experts at Reward Gateway can help. Our employee recognition platform helps you create a culture of continuous recognition among your employees with eCards, award nominating capabilities, monetary instant awards and more. Get in touch with one of our specialists to see how we can build a recognition program for your people. www.rewardgateway.com | [email protected] .
Load more

Recommended publications
  • SHRM/Globoforce Survey 2015 Employee Recognition Report
    From the SHRM/Globoforce Survey 2015 EMPLOYEE RESEARCH REPORT RECOGNITION REPORT CULTURE AS A COMPETITIVE DIFFERENTIATOR 2 // 2015 Employee2015 Recognition Report EXECUTIVE SUMMARY More than ever, companies are focusing on culture as a competitive differentiator. They’re seeing first-hand how cultivating the right culture can engage, nurture, and attract employees and ultimately, increase bottom line business results. And for more companies than ever before, that best-in-class culture is predicated on recognition and appreciation. Globoforce® conducts an annual survey in collaboration with the Society for Human Resource Management to elicit trends and insight from HR leaders and practitioners about their top workforce challenges and strategies to help address them. This 2015 report examines best practices in employee recognition, unpacking what companies expect from employee reward and service anniversary programs, and what results they are experiencing. We looked in particular at these questions: * What are the top issues facing HR leadership today? * What are the most common practices around recognition and years of service programs? * What are the results companies are experiencing from values-based recognition programs? * What is the impact of service milestone programs? 2 3 // // 2015 Employee2015 Recognition Report Employee2015 Recognition Report OUR FINDINGS WERE 1. The top three challenges faced by HR organizations today are turnover, employee engagement, and succession planning. 2. Values-based employee recognition is seen as significantly contributing to bottom-line organizational metrics. 3. Values-based recognition programs are helping employers create a stronger culture and more human workplace. 4. Few companies have chosen to adopt gamification and eThanks in their recognition programs.
    [Show full text]
  • BELMONT COUNTY BOARD of COMMISSIONERS PERSONNEL POLICY MANUAL SECTION 7 CONDUCT 7.1 Attendance 7.2 Tardiness 7.3 Bulletin Boards
    BELMONT COUNTY BOARD OF COMMISSIONERS PERSONNEL POLICY MANUAL SECTION 7 CONDUCT 7.1 Attendance 7.2 Tardiness 7.3 Bulletin Boards 7.4 Health & Safety 7.5 Workplace Violence 7.6 Concealed Weapons 7.7 Tools, Supplies, and Equipment 7.8 Use of County-Owned Vehicles 7.9 Use of Telephones / Cell Phone Policy 7.10 CDL Driver Notification/Disqualification Policy 7.11 Drug and Alcohol Policy 7.12 Superseded by Section 7.11 7.13 Superseded by Section 7.11 7.14 Gambling 7.15 Outside Employment or Activities 7.16 Dress and Work Area 7.17 Uniform and Clothing Allowance 7.18 Solicitation and Distribution 7.19 Political Activity 7.20 Discriminatory Harassment 7.21 Equal Employment Opportunity/Anti-Discrimination Complaint Procedure 7.22 Garnishments 7.23 Employee Felony Conviction in Court of Law 7.24 Employee Misdemeanor Conviction in Court of Law 7.25 Arrest of an Employee 7.26 Computer/Internet/Electronic Mail Policy 7.27 Nepotism 7.28 Personal Mail 7.29 Use of Personal Property 7.30 Issuance of Keys 7.31 Non-Smoking Areas 7.32 Good Housekeeping 7.33 Credit Cards 7.34 Employee Recognition/Awards 7.35 Whistleblower Protection 7.36 Self Help to Records Prohibited 7.37 Social Media BELMONT COUNTY BOARD OF COMMISSIONERS PERSONNEL POLICY MANUAL DRUG AND ALCOHOL POLICY SECTION 7.11 Page 1 of 5 A. Drug Free Workplace Alcoholism and drug addiction are treatable diseases. Therefore, employees who believe that they may have an alcohol or drug addiction problem are encouraged to seek professional treatment and assistance.
    [Show full text]
  • Leading with Confidence
    Leading With Confidence Top Ten Tips Managers Need to Drive Success Whether you’re a first-timer or a seasoned veteran, you don’t want to mess up as a manager and let your company or the individuals you manage down. But try as you might to do your best, mistakes are still going to happen. Even then, there are several leadership tips you can keep in mind that will help you reduce those mistakes and excel in your role. In the following eBook, we offer ten of our best tips for managers of all levels. If you want to improve your management game, drive results, and lead your team to success, read on. 1 Tip 1 Develop Yourself Like any other set of skills, leadership requires consistent development and practice. And that’s the real kicker—there’s no way around the practice. Ever see an extremely intelligent Emotional intelligence helps you develop person in your company get promoted your ability to lead and manage, whatever the only to fail in a leadership or management conditions may be. To be a great leader, you role shortly after? There’s a reason for that. must understand how to manage yourself first. Again, leading as a manager takes more If you understand who you are and what your than intelligence. It takes practice. strengths are (self-awareness) and you know how to lead yourself (self-management), then Leadership doesn’t mean having a you set yourself up to lead others effectively. high IQ. Successful managers use Emotional Intelligence (EI) to make Good leaders also know how to connect the informed decisions.
    [Show full text]
  • Employee Handbook 2017-2018
    EMPLOYEE HANDBOOK 2017-2018 0 Table of Contents Introduction ……………………………………………4 Employee Handbook Receipt ………………………….5 District Information ……………………………….……6 Description of the district …………………………………6 District map ……………………………………Appendix A Mission Statement …………………………………………6 Board Mission Statement………………………………….6 District Beliefs…………………………………………….7 District Goals and Objectives ……………………………7 Board of Trustees ………………………………………..8 Board Meeting Schedule for 2017-2018……………...…...9 Administration …………………………………………. .9 School Calendar………………………………...Back Cover Helpful contacts……………. ……………………………9 School department directory ..…………………………...10 Employment ……………………………………………10 Equal employment opportunity …………………………10 Job vacancy announcements ……………………………10 Teacher Dress Code……………………………………...10 Employment after retirement …………………………11 Contract and noncontract employment …………………11 Certification and Licenses ……………………………….12 Recertification of Employment Authorization…………...12 Searches and alcohol and drug testing …………………12 Health Safety Training …………..……………………....13 Reassignments and transfers ……………………………13 Workload and work schedules …………………………..14 Breaks for Expression of Breast Milk …………………...14 Notification of parents regarding qualifications ………....15 Outside employment and tutoring ………………………..15 Performance evaluation ………………………………….15 Employee involvement …………………………………..16 Staff development ………………………………………..16 Compensation and Benefits …………………………16 Salaries, wages, and stipends …………………………….16 Early Separation………………………………………… 17 Paychecks ………………………………………………..17
    [Show full text]
  • The Value and ROI in Employee Recognition
    The Value and ROI in Employee Recognition: Linking Recognition to Improved Job Performance and Increased Business Value — The Current State and Future Needs J u n e 2 0 0 9 Contents Executive Summary ..............................................1 Introduction ...........................................................2 The Place of Recognition in the Total Reward Package .................................................................7 From Recognition to Business Value: The Recognition—Motivation—Engagement—Job .. Performance—Business Value System ..............10 Measuring the Value of Recognition ................13 Case Studies: Recognition Programs to Improve Specific Business Functions ...............................24 Conclusions: The Current State and Future Needs of Studies into the Link between Recognition and Business Value:.......................28 Appendix I: Theories of Motivation ..................31 Appendix II: The Future of Measuring the Business Value of Recognition ...........................34 References ...........................................................35 i The Value and ROI in Employee Recognition Copyright © 2009 Human Capital Institute. All rights reserved. Executive Summary Today’s economic challenges require organi- n Organizations actively seeking to improve zations to find new ways to not only reward employee engagement, including through top performers, but to motivate all workers the use of formal and informal recognition, to improve performance while maintaining or financially outperform their
    [Show full text]
  • 2020 Employee Recognition Trends
    TRENDICATORS BEST PRACTICES REPORT 2020 EMPLOYEE RECOGNITION TRENDS What do employees want most? INTRODUCTION What do employees want most when it comes to percentage of employees have not been recognized recognizing their day-to-day contributions in the at work in the past six months or more. workplace? How do the recognition programs of employers align with these preferences? These are What are recognition and rewards program owners among the topics explored in this review of 2020 doing to enhance their initiatives? According to the Employee Recognition Trends. While recognition and Incentive Research Foundation (IRF), more program incentive program owners are optimistic, with many owners will rely on participation rates next year projecting budget increases for the coming year, to report on and analyze program effectiveness. long-standing disparities remain between employee Drivers for change include keeping up with what preferences and workplace realities. competitors are doing, improving communications and participant engagement, and facilitating more Although an overwhelming majority of employees say personalized recognition experiences. Greater they believe recognition for performance increases enterprise-wide focus on the importance of their engagement at work, the existence of programs employee experiences is also driving new forms designed to recognize and reward performance- of experiential recognition. Our report concludes based behaviors and actions remains relatively rare. with examples of events and activities designed to And while the vast majority of organizations offer promote team-based communication, collaboration, length of service recognition programs, a large and decision-making skills. 2020 Employee Recognition Trends 1 It is widely understood that employee recognition plays a vital Recognize role in improving engagement, performance and retention.
    [Show full text]
  • Globoforce Workforce Mood Trackers, September 2011 Report
    WORKFORCE MOODTracker TM Globoforce Workforce Mood Tracker™ The September 2011 Report The Impact of Recognition on Employee Retention © Globoforce. All rights reserved. “ with no jobs in august, CALLS FOR “ reluctance to hire “ URGENT ACTION STALLS JOB MARKET -- New York Times -- Wall Street Journal “ “ “ more PEOPLE QUITTING lack of skilled workers than getting laid off “ THREATENSrecovery “ -- NBC's Today Show -- Reuters Executive Summary News headlines are full of mixed messages. What’s really going on the hearts and minds of those currently employed? How can you as an HR leader build a productive, engaged workforce for the long-term? We decided to take a closer look. Twice a year, Globoforce surveys fully employed workers in the United States to get more insight on their attitudes and perspectives on employee recognition, appreciation, and satisfaction. The end result, the Globoforce® Workforce Mood Tracker™, is an invaluable benchmark on the driving factors behind employee engagement and motivation levels of the U.S. workforce. At first glance, we learned what many are now feeling – the U.S. workforce has become even more disenchanted toward their employers in the last six months. • In fact, 39 percent of workers do not feel appreciated at work, increasing from 32 percent six months ago. • More than half (52 percent) of survey respondents were not satisfied with the level of recognition they receive, up from 41 percent. But that isn’t the whole story. In this report, we dived deeply into our survey and uncovered fascinating results about the relation- ship between employee retention and recognition. We learned employee recognition is a powerful and consistent factor in why many employees are seeking new jobs.
    [Show full text]
  • Chobani Driving Engagement from the Bottom Up
    Chobani Driving engagement from the bottom up It doesn’t matter how many coworkers people have, “ they just want to be told they’re doing a good job. ” Ten years after Hamdi Ulukaya bought a shuttered yogurt factory in upstate New York, Chobani has become the top-selling brand of Greek yogurt, the second-largest overall yogurt manufacturer in the U.S., and a leader among companies offering holistic employee benefits. In the 2016 Great Place to Work® survey, Chobani employees requested a more robust employee recognition system. Up until then, HR Andrew Schrader HR Manager Manager Andrew Schrader had been manually fielding staff recognition via email and delivering gold balloons as rewards, an effort that was both inefficient and ineffective. More than They needed a system that was meaningful and immediate for everyone, from their retail 75% teams to their factory workers and corporate of Chobani employees employees. actively use Bonusly We caught up with Andrew to hear how Bonusly has impacted Chobani since the company adopted the program in 2017. Learn more at bonus.ly Bonusly at Chobani Cups and core values In 2017, Andrew and Chobani’s People Team launched Bonusly to approximately 2,000 employees. With team members at the Chobani headquarters and manufacturing facilities in Upstate New York, their yogurt plant in Twin Falls, Idaho (the world’s largest!), and their corporate office and retail locations in New York City, Bonusly runs across three timezones and during at least ten different shifts. Chobani’s core values are Craftsmanship, Integrity, Leadership, Innovation, Safety, Giving Back, and Our People.
    [Show full text]
  • A Summary of Employment Benefits, Services and Policies for Kings County Employees
    A summary of employment benefits, services and policies for Kings County employees. Human Resources Department 1400 West Lacey Boulevard Hanford California 93230 Publication Date: May 2010 TABLE OF CONTENTS WELCOME TO KINGS COUNTY...........................................................................................4 HANDBOOK INTRODUCTION ..............................................................................................5 THE COUNTY GOVERNMENT ..............................................................................................6 KINGS COUNTY CODE OF ETHICS .....................................................................................8 YOU AND YOUR JOB............................................................................................................9 YOUR ROLE IN PUBLIC SERVICE ............................................................................................9 MERIT SYSTEM .....................................................................................................................9 POSITION CLASSIFICATION ..................................................................................................10 SALARY RESOLUTION..........................................................................................................10 PROBATIONARY PERIOD......................................................................................................11 PERFORMANCE EVALUATION ...............................................................................................11 PROMOTION........................................................................................................................12
    [Show full text]
  • The Value and ROI in Employee Recognition
    The Value and ROI in Employee Recognition: Linking Recognition to Improved Job Performance and Increased Business Value — The Current State and Future Needs August 2009 Contents Executive Summary ..............................................1 Introduction ...........................................................2 The Place of Recognition in the Total Reward Package .................................................................7 From Recognition to Business Value: The Recognition—Motivation—Engagement—Job Performance—Business Value System ..............10 Measuring the Value of Recognition ................13 Case Studies: Recognition Programs to Improve Specific Business Functions ...............................24 Conclusions: The Current State and Future Needs of Studies into the Link between Recognition and Business Value........................28 Appendix I: Theories of Motivation ..................31 Appendix II: The Future of Measuring the Business Value of Recognition ...........................34 Works Cited.........................................................35 i The Value and ROI in Employee Recognition Copyright © 2009 Human Capital Institute. All rights reserved. Executive Summary Today’s economic challenges require n Increased employee engagement has a organizations to find new ways to not only dramatic positive effect on improving job reward top performers, but to motivate performance and capturing business value. all workers to improve performance while n Organizations actively seeking to improve maintaining or
    [Show full text]
  • Fighting Employee Apathy
    Fighting Employee Apathy Do the people in your workplace really care? Or are they just going through the motions? Every manager needs to know the answer, because it makes an enormous difference to the performance of any organization. Engaged employees are not just happier than apathetic ones, but they’re inclined to do their best—far more than the required minimum—for their employer. That extra effort can make the difference between successful enterprises and also-rans. Apathy and engagement, like other aspects of workplace culture and attitudes, depend on factors that are not easy to measure or control. They’re not just about money. Individual personalities are crucial. No two people will react to a particular job in the same way. “In terms of interest in a job, people are as different as their thumbprints,” says Samuel Culbert, a professor of management at the University of California, Los Angeles. Recognizing apathy But Culbert and other experts say apathy is not hard to detect. “Look at the [employee’s] face. You can tell,” Culbert says. “People who don’t care look like they don’t care.” Bob Ruotolo, an organizational development consultant with Phoenix, Ariz,.-based Murro, Ruotolo & Partners, says apathy can show up in various types of behavior, depending on the emotional makeup of the employee. Apathetic people can be “detached, unfocused, without much of an attention span,” Ruotolo says. “Their energy may be low. They may be easy to anger, argumentative or defensive.” Anna Maravelas, a Minneapolis, Minn.,-based therapist and consultant, says apathy can be reflected in a “defeatist attitude” and lack of energy in an organization, along with clock-watching: “People either check out or become over-concerned with their breaks and vacations,” she says.
    [Show full text]
  • Table of Contents
    Belton I.S.D. Employee Handbook 2018-2019 BISD Vision Statement To Be A Leader In Preparing Every Student To Excel in Tomorrow’s World BISD Mission Statement To Provide An Education That Challenges All Of Our Students To Excel TABLE OF CONTENTS DISTRICT INFORMATION ..................................................................................................................................... 5 Description of the District .................................................................................................................................... 5 Mission Statement .............................................................................................................................................. 5 Board of Trustees................................................................................................................................................ 5 Board Meetings ................................................................................................................................................... 5 BISD Administration ............................................................................................................................................ 6 School Calendar.................................................................................................................................................. 6 EMPLOYMENT ....................................................................................................................................................... 6 Equal Employment
    [Show full text]